Corporate Social Responsibility

1. Corporate Social Responsibility Volunteering New Zealand

2. Overview • Corporate Social Responsibility (CSR) • Sustained responsibility • Best practise & actions • Positive impact • Impact on all stakeholders

3. Corporate Social Responsibility Practices • Living your values • Practising good governance and ethics • Being involved in communities • Creating value for stakeholders • Building trust and relationships • Being transparent and accountable • Providing safe reliable products • Treating employees well • Having a positive social impact and contributing to a sustainable environment. • (Hahn, 2003)

4. CSR Business Perspectives • 2010 study • - 30% companies can make an impact on critical issues • - 25% companies enabled to demonstrate their values in action • - 18% smart decision for their business • - 15% loyalty built among customers • -6% differentiate company from their competitors • - 4% engaged/retained employees. • (Shandwick, 2010) • 2011 study • - 76% of consumers indicated they would switch brands/companies to one associated with a good cause • - 87% of employees at companies with CSR programmes felt a stronger loyalty link to their employer. • (Corporate Giving Guidelines, 2011)

5. Business Social Investment in NZ • Align business objectives with community needs. • Increase competitive advantage • Reduce overall costs • Increase business profitability • Adds value to business • Creates an environment for businesses to become more innovative. • The average contribution per employee increased from $NZ733 to $NZ921 in 2011. • (2011 LBG study)

6. Principles of a CSR framework • Aid your organisations mission • Develop a long term community culture • Differentiate organisation/competitive advantage from competitors • Practise culture that values sustainable/ethical behaviour • Align business/community objectives • Build relationships

7. Corporate Volunteering • Key element of corporate social responsibility • Enables businesses within the community to engage and encourage their employees to give their business & personal skills and values to not for profit organisations for mutual benefit. • This process allows businesses and organisations to work together towards common objectives (Urlab, 2011). • Common practise overseas - 1/3 large UK companies have formal employee involvement -92% of large US companies support volunteerism • Increasingly popular in New Zealand (Quirk, 1998)

8. CSR Potential Business Benefits External Benefits • - Improved stakeholder loyalty • - Enhanced community reputation • - Increased name/brand recognition/awareness • - Beneficial business-to-business relationships with non-profits (Corporate Giving Guidelines, 2011) Internal Benefits • Competitive advantage in recruiting & retaining employees. • Improved internal communication, collaboration of new ideas. • Leadership & development opportunities for employees • Motivated/cohesive workforce • Increased employee performance productivity. (Managers Briefing, 2003)

9. Potential Employee Benefits • Employee skills development • Increases interaction & aids motivation • Adds variety and fulfilment and increases sense of self-worth • Rewarding use of professional & personal skills/values • (Hahn, 2003)

10. Potential Community Organisation Benefits • Provides new talent and energy • New perspectives on the issues that organisations face • Widen support base/form new relationships • Increased volunteer diversity • Increases understanding between businesses and non-profit sector • Gives capacity to provide community services that otherwise might be impossible. • Increased profile and awareness of the work of the community organisation • (Managers Briefing, 2003)

11. How Businesses Integrate CSR • Porter and Kramer suggest how businesses can successfully integrate business and social responsibility. (a) to identify the points of intersection between a company and a society; (b) to choose which social issues to address; (c) to create a corporate social agenda; (d) to integrate internal and external practices; (e) Ensuring social impact integral to the overall strategy. (Baines, 2009)

12. Volunteer Centre Skills • Create meaningful corporate volunteering activities and partnerships; • Provide tailored volunteering options for employers • Educate employers on local community issues • Understand business needs • Ensure mutually beneficial outcomes for both parties; • Understand good practice and policy developments; and • Support a successful scheme. (Volunteering England, 2011)

13. References • Baines, T. (2009). Integration of Corporate Social Responsibility Through International Voluntary Initiatives. Indiana Journal of Global Legal Studies 223. • Corporate Giving Guidelines. 2011. http://www.slideshare.net/aseits/corporate-giving-guidelines • Hahn, C. (2003). Best Practices in Employee Volunteerism: Corporate Volunteer Councils, Volunteer Centres, and Nonprofit Organizations Partner to Strengthen Communities and Improve Performance. http://www.serviceleader.org/instructors/studentpaper1 • LBG New Zealand & Australia 2011 Bench Marking Report Measuring Corporate Investment. • Lee, L. (2012) ‘Navigating the volunteering space: Understanding the role of brokers in employee volunteering partnerships’ Massey University, Wellington, New Zealand. • Managers Briefing. (2003). The business case for employee community involvement. London. • Quirk, D. (1998). Corporate Volunteering. The Potential And The Way Forward. The Wellington Volunteer Centre. • Shandwick, W. (2010). SocialIMPACT. Why Corporations Invest in Corporate Social Responsibility. A survey of business executives. http://impact.webershandwick.com/?q=why-corporations-invest-corporate-social-responsibility • Urlaub, J. 2011. Corporate Volunteering: Uniting Corporate CSR and the Community. Sustainability: Business, life, environment. http://blog.taigacompany.com/blog/sustainability-business-life-environment/corporate-volunteering-uniting-corporate-csr-and-community • Volunteering Auckland. (2010). Team Volunteering. http://volunteeringauckland.org.nz/ • Volunteering England. (2011). A Guide To Employer Supported Volunteering Brokerage for Volunteer Centres. • Volunteer Wellington. (2011). News From The Edge: Employees In The Community. Corporate Volunteering Full On.